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1 – 10 of over 172000Matrix management is a type of organizational structure that has been evolved in recent years. This paper describes the characteristic features of this type of organization, and…
Abstract
Matrix management is a type of organizational structure that has been evolved in recent years. This paper describes the characteristic features of this type of organization, and examines some of the management problems that have arisen in its application.
Thayla Zomer, Andy Neely and Paulo Savaget
How organisations interact with and respond to environmental pressures has been a long-term interest of organisational scholars. Still, it remains an under-theorised phenomenon…
Abstract
Purpose
How organisations interact with and respond to environmental pressures has been a long-term interest of organisational scholars. Still, it remains an under-theorised phenomenon from a project perspective. So far, there is limited understanding of how projects, which are composed by a constellation of organisations, “respond” to institutional pressures that are exerted on them. This research takes the perspective of projects as adopters/implementers of institutional pressures and analyses how they interact with, and respond to, such pressures. More specifically, this research explores how construction projects respond to the pressure of a Building Information Modelling (BIM) mandate.
Design/methodology/approach
Multiple in-depth case studies were conducted to explore the practical implementation of a BIM mandate in the UK and understand how the construction projects responded to the coercive pressures to implement a new policy mandate for process digitalisation. Multiple sources were employed for data collection and the data were analysed inductively. The findings identify a hybrid response comprising four distinct ways that projects might respond to an institutional pressure.
Findings
We find that projects decouple both from the content and from the intended purpose of a policy, i.e. there are two variance of a policy-practice decoupling phenomenon in projects. The findings also reveal the underlying conditions leading to decoupling.
Originality/value
We advance decoupling literature so that it better applies to the temporary, distributed and interdependent work conducted via projects. Second, we define decoupling in projects as a provisional and fragmented process of wayfinding through heterogeneous institutional spaces, and discuss the potential policy-practice assemblages in projects, influenced by how, if and when project members' activities decouple from the many and often contradicting institutional pressures they face. Third, we discuss how the qualitatively different forms of decoupling that we identified in our work may act as part of a legitimation process in ambiguous situations whereby projects might share a resemblance of conformity with institutional pressures when they are de facto only partially conforming to them.
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Emil Lucian Crisan, Madalina Dan, Ioana Natalia Beleiu, Eugenia Ciocoiu and Paula Beudean
In literature, it is recognized that there is no universal set of critical success factors (CSFs) applicable to all projects. The goal of this research is to validate a…
Abstract
Purpose
In literature, it is recognized that there is no universal set of critical success factors (CSFs) applicable to all projects. The goal of this research is to validate a theoretical model which considers that CSFs’ influence on project success (PS) is configurational, that CSFs combine to influence PS.
Design/methodology/approach
The authors proposed a theoretical framework which operationalizes CSFs considering contingency and institutional theories' terms, as external contingencies, organizational resources and project strategies, which influence PS. The framework is validated through a qualitative approach on 18 social projects implemented by nongovernmental organizations (NGOs). Based on the conducted semistructured interviews with NGO managers or project managers, 91 instances when CSFs combine to influence PS were identified.
Findings
The dominant path reveals the combination of CSFs in terms of strategies adopted to face contingencies (70 instances), another as resources which moderate managers' strategies (14 instances), and in seven instances positive contingencies and resources combine and influence the PS. The results reveal that CSFs combine in reactive and dynamic ways to influence PS.
Originality/value
The research contributes to the vast literature on projects' success by adopting a different perspective. Configurational theory explains project management and projects' complexity better than the traditional approaches, which have a rather correlational perspective.
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Hans Mikkelsen and Jens O. Riis
Forming a project organization is, in our opinion, the most essential characteristic of the project-working mode. A project task calls for contribution from several parties, e.g.…
Abstract
Forming a project organization is, in our opinion, the most essential characteristic of the project-working mode. A project task calls for contribution from several parties, e.g., user representatives with knowledge of the application situation, specialists with professional knowledge and experience, and management that can provide the overall support and position the project strategically. Cooperation across professional areas and organizational units is required.
A project organization should be designed in view of the project task. In this chapter, we present and discuss a basic pattern of a project organization consisting of three generic parts: a decision, a management, and a working part. The specific appointments to these parts will depend on questions and issues related to four aspects: professional contribution, management contribution, anchoring of the project results, and influence (where should stakeholders’ influence and involvement be dealt with).
The chapter discusses adjustment of the project organization as the project comes along. We also discuss organizational issues when there are several independent partners, e.g., joint ventures and partnering.
Rehab Iftikhar and Khadija Mawra
This paper focuses on knowledge storage, knowledge accessibility and the associated challenges with these processes in an interorganizational project. For this purpose, the…
Abstract
Purpose
This paper focuses on knowledge storage, knowledge accessibility and the associated challenges with these processes in an interorganizational project. For this purpose, the context of the Orange Line (OL) metro train project in Pakistan is examined, where multiple organizations were involved.
Design/methodology/approach
This study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.
Findings
The distinct findings include (1) the use of knowledge storage systems, such as manual storage systems, electronic storage systems and assigning a dedicated resource; (2) that knowledge accessibility occurs at different levels within the organization (including intradepartmental and interdepartmental levels) as well as at interorganizational levels and (3) the challenges, such as misuse of knowledge, time pressures, confidentiality of sensitive knowledge, government regulations and the reliance on human memory, which are associated with knowledge storage and knowledge accessibility. Based on the findings, an integrative framework of the interplay between knowledge storage, knowledge accessibility and challenges is proposed.
Originality/value
This paper contributes to the literature on resource-based theory by examining knowledge storage and accessibility in an interorganizational project.
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The study exemplifies authentic leadership (AL) and relates it to project success (PS) with the mediating variables of organizational learning (OL) and organizational innovation…
Abstract
Purpose
The study exemplifies authentic leadership (AL) and relates it to project success (PS) with the mediating variables of organizational learning (OL) and organizational innovation (OL). None of the existing studies on AL and PS have worked on the mediation of OL and OI on these factors. So far, this paper tries to fill gap between these factors.
Design/methodology/approach
The study is done by testing the hypothesis by utilizing the approach of deduction. The tool of data collection utilized is a survey. The methods of data collection involved qualitative techniques as primary approaches of investigation. The study population involves multinational and national companies/organizations working directly or indirectly for CPEC projects. A total of 295 questionnaires were used to gather data from top-level and middle–level management from private or government sector companies working individually or collaboratively on CPEC projects. Out of 295 questionnaires, 35 were rejected for being incomplete, and 260 were further analyzed for research purposes. SPSS and AMOS-21 statistical packages were used for analysis or correlation among variables.
Findings
This study claims the positive impact of AL on PS while the OI and OL play a mediating role.
Practical implications
This study will add significant literature related to project management. These outcomes gave data on the primary systems of project management that are utilized in the projects or in various organizations to assess the accomplishment of the project with AL, OL and OI.
Originality/value
It has gained popularity in the world of management researchers due to its uniqueness and desirability. This study of AL and PS has been comprehensively deliberate to find the variables that affect them. The idea is to analyze the possible effects of OL and innovation on authentic leaders and the overall PS in the China–Pakistan economic corridor (CPEC).
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Bashir Tijani, Xiaohua Jin and Robert Osei-Kyei
Due to the frenetic and dynamic working conditions ascribed to architecture, engineering and construction (AEC) project organizations, enormous research has addressed the poor…
Abstract
Purpose
Due to the frenetic and dynamic working conditions ascribed to architecture, engineering and construction (AEC) project organizations, enormous research has addressed the poor mental health propensity of project management practitioners (PMPs). However, research has not considered the distant factors related to organizational design causing poor mental health. Therefore, this study addresses the problem by integrating institutional theory, agency theory and resource-based theory (RBT) to explore the relationship between organizational design elements: project governance, knowledge management, integrated project delivery, project management skills and mental health management indicators. Examples of mental health management indicators include social relationships, work-life balance and project leadership.
Design/methodology/approach
Purposive sampling method was adopted to collect survey data from 90 PMPs in 60 AEC firms in Australia. Structural equation modelling (SEM) was utilized to test the relationship between the variables.
Findings
The research found that project governance, knowledge management and integrated project delivery are positively correlated to mental health management indicators. However, the research finding suggests that project management skills have a negative impact on mental health management indicators.
Originality/value
The findings offer guidelines to AEC firms on achieving positive mental health management outcomes through concentration on project governance, knowledge management and integrated project delivery. It further calls for a reconsideration of existing project management skills causing poor mental health management outcomes.
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The purpose of this conceptual paper is to describe and explain how organisations use internal projects to implement organisation-level strategy objectives.
Abstract
Purpose
The purpose of this conceptual paper is to describe and explain how organisations use internal projects to implement organisation-level strategy objectives.
Design/methodology/approach
Theory development with an emphasis on explaining key constructs and their mutual relationships. The theoretical contribution is represented in a diagram along with a detailed verbal account.
Findings
The paper develops a dynamic, cross-level framework to illustrate the organisational processes and outcomes that determine project-based strategy implementation within a single organisation. The interplay between the base organisation and the project, and benefits realisation were singled out as key future research areas. The proposed framework engages with central discourses in the fields of project management, strategic management, innovation studies, knowledge management and organisation studies.
Research limitations/implications
Only the contours of an organisation-level theory of strategically motivated internal projects are outlined. Future research must elaborate on the complexities, the non-linear relationships and the boundary conditions that follow from the proposed framework.
Practical implications
Managers are alerted to the strategic role of internal projects, how these projects help connect strategy and performance and what the accompanying organisational processes and outcomes look like.
Originality/value
The paper constitutes an early conceptual treatment of strategy-driven internal projects as a distinct project category, thus addressing a major knowledge gap in project studies. Organisational project-management theory is extended with suggestions for future research.
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Michael Young, Jill Owen and James Connor
The purpose of this paper is to demonstrate that there is not just a single project portfolio operating within an organisation, but instead there are multiple portfolios.
Abstract
Purpose
The purpose of this paper is to demonstrate that there is not just a single project portfolio operating within an organisation, but instead there are multiple portfolios.
Design/methodology/approach
This paper follows a case study methodology, utilising secondary sources in the form of publically available reports.
Findings
The authors offer a definition of whole of enterprise portfolio management and suggest that this conceptual tool will allow an organisation to control programs and portfolios, particularly, where organizations adapt to emergent situations.
Research limitations/implications
This paper is supported through a single case study using secondary data only. Whilst this provides an illustrated example to support a theoretical model, further empirical research is required to determine its applicability in other sectors and organisational contexts.
Practical implications
This paper provides a whole of enterprise portfolio model in the utilities sector and can be applied to many organisations. It also provides a basis for further research.
Originality/value
This paper provides a new perspective on portfolio management, suggesting that the organisation consists of many portfolios that need to be managed in an integrative manner, rather than just the project portfolio be examined and managed in isolation.
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Maxim Miterev, J. Rodney Turner and Mauro Mancini
The purpose of this paper is to use an organizational design perspective to determine the scope of the state-of-the art of research into project-based organizations.
Abstract
Purpose
The purpose of this paper is to use an organizational design perspective to determine the scope of the state-of-the art of research into project-based organizations.
Design/methodology/approach
The paper follows a structured framework-based literature review approach. It uses an analytical framework from the organization design literature to assess 177 papers relevant to the design of the project-based organization that were published in four leading PM journals between 2008 and 2015. The authors determine which elements of organization design are covered in each paper and identify specific research themes for each of the element emerging from the literature. Finally, the authors examine the degree to which interdependencies among separate elements are addressed in the literature and discuss the most holistic papers in more details.
Findings
The results show that the literature on project-based organizations downplays broader organizational issues (such as organizational strategy, incentive schemes and performance management systems) while emphasizing research agenda inherited from research on single project management. In addition, the study highlights limited attention in the literature to the interdependence between separate design choices. Finally, it develops a research framework to map current themes in the literature and their relative importance and discusses a prospective research agenda.
Research limitations/implications
Academic implications stem from looking at the project management literature from a fresh theoretical perspective and putting project-based organization as a whole in the focus. There is a great research potential in studying organization-wide aspects and interdependencies between various organization design choices in project-based organizations.
Practical implications
Reflective practitioners could benefit from a wider view on the project-based organization and its design. They could also use the developed framework in management discussions.
Originality/value
The paper offers a novel way of conceptualizing research on project-based organizations by linking it to an established stream within the field of organization theory and design.
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